.... The literature review may have missed some relevant papers that use different terminologies. Practical implications Managers should consider the strategic significance of customer participation in their businesses, promote the potential benefits to their customers, and institute necessary changes...

... authorities about their use of call centres, interviews with Stirling Council managers and call centre employees and some participant observation to gain a detailed view of both the management and operations of the call centre. Findings The findings are grouped into the topics of communication, training...

... the hypotheses of this study. Findings The results suggest that service companies may be more than satisfied with ISO 9000 if they lay greater emphasis on considering alternative approaches to educating the top and medium level managers and receiving support from top management. They also need to focus...

... developments and their adoption in the hospitality industry have provided numerous opportunities and challenges. This paper examines the perceptions of international hotel managers on the adoption of technology in their hotels. The results emphasise the growing demand of hotel customers for various technology...

...Colin Armistead; Julia Kiely This paper reports research that investigates the perceptions of service managers on the future of customer service. It provides insight into the evolving managerial issues through detailed interviews with senior customer‐service directors and managers in different...

... solutions to problems, they relish good customer relationships, they enjoy work and get great satisfaction from it. They know that success for their organization means greater job security and continued opportunity to develop. Emphasizes that it requires imagination and leadership from senior managers...

... tremendous values: This, however, is conditional on a set of provisions; namely that the above characterized TQM attitude is part of the company culture; that continuous improvement is accepted as a management philosophy and self‐assessment as a key tool. With these accepted, such a national quality...

... interviews with the customers, managers, and employees of the respective companies. How are training needs determined (standards required)? What decides whether to use in‐house or outside trainers? How often are training requirements reviewed? How experienced are new staff? Are juniors...

...David Lawson Explores the findings of a recent survey which suggests that British managers have the wrong priorities when setting targets for quality management. Compares British business with Japanese in respect of customer service. © MCB UP Limited 1992 CUSTOMER CARE QUALITY...

...Colin Armistead; Graham Clark Discusses a survey mailed to some 3,000 managers to ascertain how service managers approach the management of resource capacity to satisfy the demand for their type of business, and how this process impacts on their ability to maintain a constant delivery of the most...

... of using the system. Points out that managers can either use the technique as a diagnostic tool to identify service fail‐points, or, more ambitiously, it can be used in conjunction with quality circles. © MCB UP Limited 1991 MANAGERS Models NATIONAL HEALTH SERVICE QUALITY CIRCLES SERVICE...

...M. Foster; R. Dewhirst Explores the difficulties many managers have in performing the facilitator role, and in particular, providing assistance to Quality Improvement Teams (QITs). Reports on the experiences of Pilkington Insulation Ltd and their TQ Facilitator Development Programme which...